Re-platforming, Business Transformation, People, and Partners: Get it Right or Get Out of the Way

by Josh Greenbaum

This is era of the cloud platform, aka the re-platforming of the enterprise. Every vendor, whether old guard freshening up for the cloud, or new guard playing defense against the dark arts, has a cloud platform strategy with two purported goals: offer value to customers and confer an easy way for partners to make up for the lost revenue implicit in the cloud’s ability to sop up a lot of low-hanging fruit previously left for partners to pick.

There’s more than a whiff of irony contained in the fact that re-platforming is an essential part of moving to a cloud model that theoretically eschews software. “No software” marketing slogans aside, it takes a lot of software to run an enterprise in the cloud, and adopting and making use of that software – as in your favorite vendor’s cloud platform – is neither simple nor cheap.

This creates an important new imperative for vendors to define the value of their nascent cloud platforms differently than in the past. This time, it’s not about technology, it’s about something different: customer and partner experiences matter more than ever, and opening up to a new form of partner engagement is imperative. For some companies, that’s a no-brainer. For others, a brain transplant might be in order.

So bear with me while I make the case that, at the end of the day, re-platforming is about partner opportunities first and foremost. And the winner in the race to re-platform will be the vendor/contender that makes it so simple to sign on, become a partner, build a cool new product, and then sell it through a digital store that partners will falling over themselves to get on board. Everyone with an iPhone or iPad knows what I mean.

While this is the nth re-platforming in my career, this era’s re-platforming is quite distinct from the earlier lot: client/server computing, the Internet, the Y2K hoax, and the circa 2000 e-commerce hustle bustle, to name the biggest in recent memory. In each one of these previous re-platformings, the role of the platform was to enable new technology models to emerge that, with a little spit and polish, might actually be made to serve emerging business models one day – once businesses caught up and got around to understanding the magnitude of the change that was in the air.

So while waiting for business to get on board, the technological justifications for re-platforming ruled. While serving the needs of the business was supposedly the main objective, the new platforms engendered yet another technology-first race, and while there were unintended benefits for some – client/server and Y2K enabled much need technology upgrades -- the flotsam and jetsam that washed up in the aftermath of the dotcom bust and early Internet re-platformings were testimony to the problems inherent in trying to solve a business problem with a technology-first solution.

To be sure, the cloud platform of today is also at the center of an effort to enable new technology models in the service of business, and there are plenty of proponents who argue that this is also mostly about technology. I contend that’s a false and potentially fatal assumption: the platforms of today are connected much more closely to new business models than ever before – so close as to be almost indistinguishable.

The key to that connection is people.

Unlike previous attempts at re-platforming, the new cloud business cases and patterns of behavior that enable them are already well-established: This time around, the drive to re-platform for the cloud is coming in the midst of a massive business transformation movement that is all about how people – customers, employees, partners, consumers… in a nutshell, everyone – put technology to use for their personal use, at work and at home.

Importantly, these use cases are already happening – they’re not theoretical in the least. The horse is out of the barn, the trick is to harness it and put it to productive use.

The blending of work and home is what’s really shaking things up, not because we all want to work from home, but, to repeat a well-known trope, because the user experience we have at home with our intelligent devices has completely outpaced our experiences at work. This is not, to repeat a much less well-known trope, just a matter of grafting on new user experiences driven by mobility, touch, and voice interaction. More important is that we are acting differently – buying, selling, communicating, showing and telling – in ways that are fundamentally new as well. The personal processes of the “consumerized business user”, have changed, and will continue to change, at an ever-increasing pace.

In fact, the new user experiences are only the tip of the iceberg – it’s what’s happening behind the scenes in the back office that’s actually the most important.

The need to fill out the part of the iceberg that’s underwater is driving business process change at an unprecedented pace, which in turn is driving the new platform imperative. The business disruption that is now a core part of trends like business transformation and digital transformation started in the home: instead of going to the store to rent videos, we stayed home, and with a vastly superior user experience (faster, better, cheaper, more choice) we disrupted Blockbuster. We did the same with books, and disrupted Borders. And now we’re doing it again with Uber and Lyft.

In every case, the user experience was awesome, but what was really amazing was the backend – it’s dead simple to create a button and have it say Buy now with 1-Click, it’s a whole ‘nuther thing to turn that click into the starting point of a process that automatically invoices, pulls, packs, ships, tracks, and delivers in 48 hours or less.

Amazon and others have highlighted that the business disruption of today isn’t theoretical, or hypothetical, or just around the corner the way it was at the dawn of the re-platforming movements of the past. It’s real, it’s happening, the tide is shifting, fear is in the air – feel free to pick the business disruption platitude you prefer, only bear in mind that in this case, to slaughter a famous line by the Bard himself, platitude is prologue. If you’re not scared, you’re not paying attention.

This makes the platform doubly important as a place for a vendor to not just lock in customers for a generation (the cynical viewpoint) but also provide them with important new capabilities (the counter-cynical view). These new capabilities need to be available to a vastly expanded user base, take advantage of the aforementioned new experiences, and leverage the plastic fantastic resources of the cloud.

But, and here’s really the crux of the problem, the truth is that no vendor can provide everything needed to leverage the value of re-platforming. Did I mention it’s not cheap and there’s a lot of software involved? With a non-trivial level of cost and complexity involved, if all a vendor is doing by re-platforming is enabling the same old enterprise stuff in a faster cloud, it’s the business transformation equivalent of putting a turbocharger on a hearse: in the end, you’re still be dead, the only difference is that you got to the funeral faster.

Assuming a faster ride to the end of the line isn’t a good thing, if a platform vendor can’t actually provide everything needed to cost-justify its platform, particularly the shiny new things customers need to fend off disruption and get in the mood to disrupt the next guy, then something else is needed. That something is obvious and acknowledged by all, but, to misquote the Bard again, its successful application is more honored in the breach than the observance.

What I’m talking about a vibrant, well-supported, happy ecosystem of partners dedicated to filling out the vendor’s existing offerings, taking on the last mile of functionality for specific industries, geographies, new use cases and the like that leverage the cloud vendors’ applications and platform, and then making the magic happen for the vendor’s newly re-platformed customers.

That ecosystem – from startups to OEM partners (though the shift has to be more towards the left than the right of that continuum) – needs access to five basic ingredients that define cloud platform success for them and their customers. (And listen up, platform vendors – you’re third in line after customers and partners in the Maslow Hierarchy of Cloud Platform Needs. Your personal self-actualization only comes after customers and partners, not before. Don’t make me repeat it – vendors who create partner programs and put their needs first and foremost… grrrr.)

Back to those five ingredients for an ecosystem worthy of a re-replatforming strategy. This list is for you, cloud platform vendors looking for success in the enterprise. And customers, when you’re looking at a new platform, think about whether the vendor you’re talking to has bothered to include these five ingredients:

1) Ready access for partners to your customer base. Platform vendors have the customers, partners have that last mile solution, go ye forth, multiply, and be fruitful.

2) A single point of entry for the partnering efforts. Too many vendor platforms force their nascent partners to play whack-a-mole with the vendors’ partnering efforts – first talk to these guys, then those guys, then get someone else’s approval, then enter the certification program, pay your way, and then, wait for the next re-org and start the process all over. (Yeh, you, I’m talking about you.) The problem is that whack-a-mole can quickly turn into a death march, which in turn means that the platform strategy will fail for lack of innovative partners – who the hell wants to sign on to a death march when there are warm, fuzzy embraces to be had elsewhere.

3) Great co-marketing. You need to help everyone – your customers and your partners – understand why vendor+platform+partner product is a win/win/win. This has to be a real discussion about real business value – not more squishy proclamations about “everything changes for the better, trust us” or “now your IT is even less complex” or “the very best damn platform for the (insert TLA) market “. You gotta get really real – no more platitudes, prologues though they may be. Customers need facts, data, and reality, not marketing fog.

4) A great development environment that favors the developer, not the vendor’s internal political choices and not-invented-here nonsense. This includes lots of tools and lots of options for using standards: in a nutshell, your platform has to be the most welcoming of all, the choice of dev environment should never be an obstacle. And prospective partners that started developing before they decided your platform would be a good place to be shouldn’t have to start by porting their product to the vendor’s non-open platform. See “death march” above.

5) Last but really first among equals: A great commercial experience that makes it simple (can I say insanely simple and not sound too much like a Steve Jobs fanboy?) for partners to sell their wares online and customers to buy them. One-click a la Amazon or the Apple Store’s ease of use may not be possible for every partner product, but that should be the goal. Or getting numbers 1-4 right won’t matter in the least.

If you’re thinking my list is obvious, you’re right – sometimes the best you can do for someone is remind them of the obvious. It’s my stock in trade as a consultant in fact. The sun rises in the east, birds fly south for the winter, and there are five basic ingredients for a successful ecosystem: none of this is hard to figure out, what’s hard is to get it done. And as far as I can tell no vendor is doing a great job of all five.

Of the above criteria, I think it’s the last one that will be the best measure of success: How well a cloud vendor builds and maintains a strong ecosystem will very quickly become one of the main differentiators between clouds. It’s a self-fulfilling prophecy: if the vendor does things right, the partner ecosystem will come. Plain and simple, no?

We shall see. I’ve watched plain and simple lose to complex and convoluted time and time again – as my friend Dave Brousell likes to say, every big company has its meat grinder, and whatever quality of meat goes in, by the time the grinding is done it’s pretty much all ground beef. Getting rid of the meat grinder is harder than it sounds, and at times no amount of good intentions can overcome the institutional inertia to turn innovation into hash.

Unless…. Vendors have to fix their re-platforming strategies to fit into the needs of customers and partners, and do it now. A great UX without new underlying processes, great new processes without mass of great partners, a mass of great partners without a great digital store. Getting ready for digital transformation is like buying one of those Russian babushka dolls and trying to figure out, as you open up one doll only to find another, which doll is actually the one that matters. The answer is obvious – all of them. Or none of them. In which case, don’t bother buying the doll in the first place.

Monday, Sep 29, 2014

ARTICLE: It’s year four in the Charles Phillips era at Infor, and the more things change the more they remain the same. The changes are impressive – new functionality across a wide swath of its legacy product lines, a new release of Infor XI, its next generation suite, a focus on industry-specific clouds that is such a good idea that I expect it will attract copycats from all over the market, a dedicated data science consulting team, new capabilities for defining and delivering best practices in implementations – it’s a long list, and it all looks good.

Thursday, Jan 22, 2015

BLOG POST: SAP’s annual sales kickoff meeting season, FKOM, is under way, with the North American and European versions kicking off this week. FKOM is where the new strategies, products, alliances, and services are all pressure-tested on that thin, white-shirted line of sales people who have the unenviable job of syncing the year’s marketing strategy with the desperate desires of SAP’s customers, and then getting them to actually write a check. It’s a mating ritual that is equal parts science and art, and its quarterly execution is one of the software industry’s greatest and most mystical natural wonders.

Wednesday, Jan 28, 2015

BLOG POST: While the biggest selling point of Windows 10 – a single code base for building apps that run across every possible device – was definitely part of the messaging of the event, the evidence that Microsoft knows what this really means for the enterprise, or even what makes enterprise users tick, was missing in action. Again.

Wednesday, Feb 11, 2015

BLOG POST: There’s a lot to unpack from SAP’s S4 HANA announcement of last week, but if I could only highlight the essence of what the announcement means for SAP and its customers, it’s this: SAP needs to make sure every customer understands how the versions of SAP they are running today will lead them to S4 HANA, in what time frame and at what cost.

Thursday, Feb 12, 2015

Wednesday, Mar 4, 2015

BLOG POST: Back in the early stages of the SaaS market, so many months ago, it seemed obvious that the SaaS market would one day undergo a major transformation as the easy wins based on taking on-premise capabilities and flipping them to the cloud – pretty much the business model of Salesforce.com in the early days– gave way to an era of greater complexity and value. At one time it was the value-added cloud capabilities of business networks and the like that were supposed to lead the SaaS world to the promised land by using the cloud to conduct business in ways that simply hadn’t been possible in the on-premise world.
Wrong. So far, anyway.

Monday, Jun 1, 2015

ARTICLE: Test driving the HoloLens, Microsoft’s soon-to-be released augmented reality headset, it’s easy to forget the challenges facing Satya Nadella as his first year on the job starts to take shape.

Tuesday, Sep 8, 2015

ARTICLE: At a press/analyst meeting last spring, Salesforce.com CEO Marc Benioff was asked whether he had any plans to build out an Amazon AWS-like capability to complement the rest of his cloud strategy. His scoffing reply was right on the money. Competing with AWS and other commodity-level cloud services was “a race to the bottom,” Benioff replied. Case closed.

Tuesday, Oct 13, 2015

ARTICLE: Microsoft’s five-year Windows Phone freefall is living, or dying, proof that there are only so many second chances in tech, even for the kings of second chances, and it’s finally time to throw in the towel on another great phone OS that never lived up to its potential. (ah, Palm OS, we hardly knew ya too.)

Thursday, Nov 12, 2015

ARTICLE: You’ve got to love a company that brags at its user conference that its motto is Learn, Laugh, Share, Connect. Don’t hear that too often. What you also don’t see very often is the other characteristic that makes the company in question, Kinaxis, unique: it’s a highly profitable, cloud-only company. And when I say profitable, I mean profitable, as in a net profit margin of 16% of its $23.8 million in revenue last quarter.

Wednesday, Jan 13, 2016

ARTICLE: Salesforce.com kicked off the analyst season with the first analyst summit of the year, and aside from inciting back-to-school analogies from an overly-relaxed group of analysts, some clear wins and opportunities, and a few issues, emerged that will both set the bar for the competition and keep Salesforce execs from entertaining any notions of complacency.

Wednesday, Feb 17, 2016

ARTICLE: Every vendor, whether old guard freshening up for the cloud, or new guard playing defense against the dark arts, has a cloud platform strategy with two purported goals: offer value to customers and confer an easy way for partners to make up for the lost revenue implicit in the cloud’s ability to sop up a lot of low-hanging fruit previously left for partners to pick.

Monday, Apr 4, 2016

ARTICLE: As the enterprise software market embraces the concept of digital transformation with typical reckless, feckless abandon, it’s interesting to see how one of the most transformative concepts – business networks – is evolving. What’s clear from a look at two of the most well thought-out strategies, those of Infor (via its GT Nexus acquisition) and SAP (via its Ariba acquisition), is that there’s no shortage of merit to what these two companies are doing and planning.

Friday, Jun 3, 2016

BLOG POST: The first time I ever attended a user group meeting was way back at the dawn of my career, when I was managing a pioneering print-on-demand/desktop publishing system for a specialty publisher. I went to the meeting to find out if the vendor was ever going to fix the latest version of its software, which was basically dead-on-arrival. To my surprise, the CEO took to the stage, apologized profusely, begged forgiveness, promised to fix the problem or else, and otherwise completely humbled himself in front of his irate customers.

Sunday, Jun 5, 2016

BLOG POST: In case you don’t know the drill, SAP’s biggest challenge of all is to funnel everything that’s good and true and important to the company into CEO Bill McDermott’s keynote. The process is simple – start with a blank sheet, put some ideas on paper, and then watch as the jostling, politicking, and pitching begins to fill out Bill’s time on stage.

Wednesday, Jun 8, 2016

BLOG POST: It’s now standard operating procedure at virtually every conference I attend: the execs on stage are talking about a disrupted digital future and how they can enable it to an audience that’s pretty much focused on how their vendor can help them do a better job today: The future can wait.

Wednesday, Jun 15, 2016

BLOG POST: If someone were to write the “The Tech Event Manager’s Guide to Engaging a Millennial Audience”, a look at Salesforce.com’s recent TrailheaDX conference would be a great place to start. Similarly, if someone wanted to write the “Platform Vendors’ Guide to Building an Engaged Developer Audience”, that same TrailheaDX conference would also serve as an excellent model.

Wednesday, Jun 22, 2016

BLOG POST: Sometimes revolutions start with a shot heard round the world, and sometimes they start with a quiet nudge in a new direction. The latter form of revolution was nudged into being for SAP’s HR customers last April in the form of eight words uttered by Mike Ettling, the president of SAP SuccessFactors, during an analyst summit in San Francisco. Ettling’s eight words have been said before, but the fact that they come from a man who is re-writing what it means to be a cloud company, and thereby what it means for customers to consume cloud services, adds enormous gravitas to the moment.

Tuesday, Jun 28, 2016

BLOG POST: The opportunities for IoT innovation abound. The ability, for example, to optimize the angle of the blades of a wind turbine in real time, or identify and track the contents of a pallet of parts as it moves through the supply chain, will change the underlying operations of every industry and every individual in ways that are only now beginning to be understood.

Monday, Jul 11, 2016

BLOG POST: “Cybersecurity is a cat and mouse game where the mouse gets bigger and more ferocious by the minute,” stated Joshua Greenbaum, analyst, Enterprise Applications Consulting, in his discussion of the topics to be addressed at the upcoming Rock Stars of Cybersecurity Threats and Countermeasures, September 13, 2016, in Seattle. “Security threats can’t be minimized. That’s why companies of all sizes are running to the cloud.”

Tuesday, Oct 18, 2016

BLOG POST: All the attention on whether Russia or some other nation-state entity is trying to hack the election in November or how organized gangs are flooding PCs with ransomware has obscured that truth about where the real threat to our collective cybersecurity comes from: our employees.

Monday, Nov 28, 2016

BLOG POST: As the enterprise software market slowly morphs into the enterprise software and platform market, it’s become necessary to carefully define what it means to be a successful platform vendor. Importantly, that definition has nothing to do with technology – okay, maybe a little – but it does have a whole lot to do with people and perceptions.

Monday, Dec 12, 2016

BLOG POST: Cloud computing, the artist formerly known as SaaS, has always been a proving ground for dynamic leadership. The standard – brash, outspoken, ubiquitous, successful – was set once upon a time by Marc Benioff, and ever since it’s been easy to measure cloud leadership by what I call the Benioff Scale. On a Benioff Scale of 1-10, where 1 is Ginni (Ginni who?) Rometty of IBM, and 10 is Marc himself, measuring cloud leadership by how many Benioffs a particular leader generates is as good a method as any.

Tuesday, Jan 17, 2017

BLOG POST: SAP’s S/4 HANA has been called many things, but to characterize it as the future of SAP is far from hyperbole. SAP has minced no words in affirming that the path from R/2 to R/3 to ECC eventually leads to S/4 HANA. The question is not an “if”, but a “when.”
When, however, has been the tricky question – when will the customers sign on in droves, when will SAP put in the critical mass of the functionality customers need in S/4 in order for the transition to make sense, and when will S/4 become a significant revenue-maker for SAP?

Thursday, May 11, 2017

BLOG POST: Part of the fun and challenge of following SAP is that its present and future are defined by the intersection of its own peculiarities and the peculiarities of the markets it lives in. This interplay means that SAP, like many large software companies, isn’t just a single company with a single overarching strategy: it’s really many companies with many strategies. The trick for SAP is to make sure they overlap more than they contradict each other.

Friday, May 12, 2017

BLOG POST: We’re back, discoursing on the challenges SAP will face as platform proliferation and the shifting of the edge app issue into the hands of the LOB developer influences what vendor’s tools and platform will be used to power its customers’ digital transformations. Where we last left off, I was about to illustrate SAP’s dilemma with a true-to-life story.)

Friday, Jun 9, 2017

BLOG POST: There seems to be a fair amount of confusion about the differences between S/4 HANA On-premise/Private Cloud and S/4 HANA Public Cloud. And that confusion threatens to derail the growing momentum around the company’s flagship cloud products.

Friday, Aug 11, 2017

BLOG POST: Apparently my blog post last month accusing Microsoft of neglecting its Dynamics product line struck a nerve. The gist of the post was that Dynamics was falling into irrelevance as Microsoft seemed to focus on bigger and better things.

Sunday, Sep 24, 2017

BLOG POST: This is the year of hyping artificial intelligence, machine learning and the internet of things (IoT). Any vendor with any vision, which is everyone, is blanketing customers and partners with pronouncements and keynotes that highlight an increasingly large roster of products, platforms, and technologies loosely organized under the AI/ML/IoT rubric. The result is that these acronyms and the products they represent are everywhere, singing, and dancing their way to our hearts.

Thursday, May 29, 2014

BLOGPOST: Can the Internet of Highly Insecure Things Be Trusted to Run the One True Network?
As the dust settles on the recent changes at SAP, and with SAPPHIRE looming large, it’s worth taking a look at what I think will be one of the most interesting, ambitious, and potentially lucrative bets SAP has made in a long time. The bet is on Ariba and its vision for a global, competitor-crushing, B2B network. At stake is nothing short of a major reconfiguration of the global economy, global trade, global service delivery, and pretty everything else that falls under the rubric of B2B commerce as we know it.

Monday, Sep 1, 2014

Monday, Sep 15, 2014

BLOGPOST: I’m heading to the SuccessFactors user conference, SuccessConnect, in Las Vegas this week and, as a prelude to the conference, here’s some of the questions I’m looking to have answered during the course of the conference.

Thursday, Sep 18, 2014

PODCAST: SuccessFactors’ user conference, SuccessConnect, has come and gone, and the four questions I posed in my previous post about the challenges facing SuccessFactors and SAP were largely answered. But, as in any good dialectic, one good answer is just the starting point for another good question….. I’ll start with the Workday question/answer in this post, and continue with answers to my other three questions in a subsequent post.

Tuesday, Sep 23, 2014

BLOGPOST: The fundamental problems plaguing Oracle won’t go away with Larry moving into an executive chairman role, this is more lipstick on a pig than a serious attempt to get the company back on course. The problem is that shuffling the deck chairs does nothing for dealing with the company’s three fundamental problems. Until these are addressed, I think it’s safe to assume there will be no turnaround any time soon.

Friday, Oct 10, 2014

BLOGPOST: The news that Meg Whitman is finally pulling the plug on the Sisyphian task of trying to resurrect HP has profound implications for the future of Oracle, and not just because the mess that Whitman was unable to unravel was an HP made functionally unmanageable by a previous HP CEO: Mark Hurd, now co-CEO of Oracle. I think Oracle has been on the leadership skids for a while, but Hurd’s track record at HP, the end-game of which is now being played out in the breakup of the once-vaunted tech leader, provides a good roadmap for how Oracle ends up on the chopping block like HP.

Friday, Oct 24, 2014

BLOGPOST: It’s hard to slog through mega-conferences like Dreamforce, and not just because 135,000 people are way too much for San Francisco and its Moscone Center to handle. The sheer girth of Salesforce.com is also a factor: the company has become an immensely complicated and multifaceted company, maybe too much so for a single conference. Regardless, Dreamforce reminds me of why I don’t see my favorite bands in a coliseum setting: The volume needed to fill a coliseum washes out the undertones and overtones that make music a rich and complex listening experience, instead leaving the listener to sort through a lot of random, washed out noise.

Thursday, Oct 30, 2014

BLOGPOST: There’s always a lot to say about Microsoft, and, like any big company, it’s usually a mix of good or bad. Having spent two days last week at the Microsoft Dynamics analyst event, I think that when it comes to the enterprise, most of what there is to say about Microsoft isn’t just good: Microsoft’s enterprise story just gets better and better, and while there are holes and issues abounding, the old maxim that Microsoft eventually gets it right was very much in evidence last week (with one notable, and important exception).

Tuesday, Nov 18, 2014

BLOGPOST: Hanging out with Kinaxis, the relatively small and always interesting supply chain vendor from Ottawa, Canada, never fails to be an eye-opening experience. It’s not just that I get to meet with a vendor and a loyal cadre of customers who are collectively pushing the envelope on all things supply chain, it’s that sometimes they’re pushing an envelope I hadn’t seen before in my peregrinations in the supply chain world.
This year’s Kinexions user conference was no different. What I heard from Kinaxis about taking Rapid Response, its in-memory supply chain planning product, further into the realm of collaboration by pushing users to self-identify their areas of responsibility represented an excellent strategic direction on the part of Kinaxis

Tuesday, Dec 2, 2014

PODCAST: There is perhaps no contemporary issue at the intersection of technology and public policy that is more contentious and conflicted than net neutrality. The issue itself has probably accounted for its own increase in Internet traffic over the last couple of years as opinions, jeremiads, official proclamations, and even HBO’s John Oliver, have weighed in on the issue.

Wednesday, Dec 10, 2014

BLOGPOST: I think it’s pretty fair to say that counting Microsoft out in a market it has made a commitment to is a classic rookie mistake that serves as the epitaph for too many forgotten companies. If at first you don’t succeed, try try again is a time-honored mantra in Redmond. And it’s pretty evident that Windows Phone is one of those areas where Microsoft has made big commitments – including but hardly limited to its $7.2 billion purchase of Nokia’s phone business – and where the company is on the record as committed to try try again.

Friday, Feb 13, 2015

BLOGPOST: So, smooth sailing for S/4 HANA?– Not likely, certainly nothing like the good old days when R/3 was the biggest and the baddest modern, client/server, enterprise software product on the market, marauding through the global economy like a rum-soaked buccaneer.

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